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Politics, Governors, Attorney-Generals and The Port Authority of NY/NJ (The Downside of Public/Private Partnerships) – SeeAlso “NextCity,” and another UNESCO “Name It and Claim it” Project in Detroit

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This post began with the Port Authority, but migrated to include a lot on Detroit through the reporting of a certain journal originally out of New York, but then (on picking up some more foundation funding — 5 ones were mentioned specifically, but I believe Rockefeller was one of the first — started a quarterly print magazine (B/W) called “The Next American City” which didn’t make ends meet, that is much anyhow.

It later moved to Philadelphia in a classy central building, and became primarily an on-line, daily, and with long-form articles.  The article I saw recommended that the Port Authority of NY/NJ  be “killed” that is, let to die a natural death and replaced by separate authorities of the respective states. Naturally, I started asking questions about that journal.

Post Title & Shortlink: Politics, Governors, Attorney-Generals and The Port Authority of NY/NJ (The Downside of Public/Private Partnerships) – SeeAlso “NextCity,” and another UNESCO “Name It and Claim it” Project in Detroit (short-link ending “-4hX” post originally published Sept. 5, 2016, now 16,000 words)

Post currently 14,000 words after I decided to break down the College for Creative Studies Tax Returns showing their involvement as a Real Estate Developer (also in the Detroit Creative Center Corridor), That Mini-Section marked off by this background-color, in addition to this section of same background-color referencing the redevelopment of the Argonaut Building:  And 15,800 after I decided to speak up about a HUD intermediary rejoicing in the Argonaut Project.
WHY: Many Colleges receive state tax-exempt bonds (this one did, in 2008) and are involved in construction and beneficiaries of public funds in a big way (i.e., tuition help for their students). The Argonaut Building in Detroit was formerly occupied by General Motors; when GM moved, it stood vacant (derelict?) 1999-2008 until it was donated to the CCS, enabling major expansion. The public who was betrayed by the bankruptcy soon after (2011?) and in general by the deteriorating infrastructure, was then hit on some more for redeveloping it, which seems to be “the way of the world” for developed countries these day, at least this one, the USA.
The Argonaut Building, renamed in 2009 the A. Alfred Taubman Center for Design Education (originally the Argonaut, or General Motors Research Laboratory), is a large office building located at 485 West Milwaukee Avenue in the New Center area of DetroitMichigan, across the street from Cadillac Place. It was listed on the National Register of Historic Places in 2005.[1]
This image is from

This image is from “EnterpriseCommunity.com” (Click on color photo of top of the building to access)

Other links to Argonaut Building in this Redevelopment Context:

From Michigan.gov (SHPO — State Historic Preservation Office) …

From “Enterprise.com of which the umbrella corp. seems to be nonprofit “Enterprise Community Partners, Inc.” (About us page) This brings up the “NMTC” (New Market Tax Credits), HUD, Pay for Success, LISC and other topics which, bottom line, the public’s tax receipts, ongoing, is the bottom line to ensure we stay strapped for cash flow and asset-poor, while paying the federal government ot play favorites, ensure a continual supply of LOW-INCOME, ASSETS-POOR people to fill their development projects… or redevelopment projects, after the prior neighborhood deterioration was in bad enough condition that ANY change would be welcomed, rather than abandoned buildings and a high crime rate to go with them.

ENTERPRISE COMMUNITY PARTNERS, Inc., “LISC” and HABITAT FOR HUMANITY TAKE HUD Section 4 grants and pass-through.  Enterprise, however has so many “related organizations” and apparently passes through some of its grants (I’d have to check Schedule I Grants with Schedule R Part II, “Related Tax-Exempts” to double-check), that, from a home base of Maryland, its controlling housing development, and less than obviously to people who don’t follow the tax returns.  No wonder the collective assets are so high.  Incidentally, without belaboring this situation, for the top row (latest year shown below), $55M of its $69M Program Revenues were “CONTRIBUTIONS.  Of those, most were government grants (compare to Part VIII, Statement of Revenues for exact details):
Search Again

Enterprise Community Partners MD 2014 990 304 $264,581,345.00 52-1231931
Enterprise Community Partners MD 2013 990 76 $241,632,111.00 52-1231931
Enterprise Community Partners MD 2012 990 55 $206,179,000.00 52-1231931

(Part III, Page 2, Purpose):


Enterprise is primarily government-funded, presumably HUD. As you can see, its Total Assets grew $58M in two years. Basically, HUD, or rather, CONGRESS, is saying, “we want the resources to go into nationalized nonprofits which will determine who gets what in local communities” –> but what about WHO FINANCES HUD?  Some of those “low and moderate-income people” through their taxes.  

WHAT’S SO OFF WITH THAT MODEL?  To understand requires an understanding of how communities get to the point of needing “rebuilding” in the first place, and relates to the topic of governmental reporting to each other through CAFRs, but to the public deliberately only speaking (primarily) in terms of “deficit” referring to the GENERAL FUND and BASIC GOVERNMENT OPERATIONS.  That requires an understanding of the level (and complete immorality) of  Publlic/Private collusion to NOT talk about just how many assets are available to fund government debt (or maintain its infrastructure) and collusion ALSO in calling a municipal corporation (which Detroit is) “Bankrupt” when it’s not really.  The “Bankrupt” refers to part — not collective — Municipal Corporation holdings.  (7/20/2013, by Clint Richardson/”RealityBloger”) Detroit: The Latest Bankrupcy Lies”  Has a copy of the Year 2011-2012 City of Detroit CAFR and explanation of the nature of the deceit.  (Did you, for example, know that Detroit got a new City Charter in 2011?) 

Its “Part VIIA employees total an outrageous $10M salaries (I’ve never seen so many officers — with many being paid over $200K each — on a Board of directors).  it was organized in 1980, and legal domicile is, let’s put it this way — within commuting distance of Washington, D.C.  Here are its Schedule R (ECP controlled) Tax-Exempt Organizations.  Note, there are also other Schedule R organizations, in other Schedule-R sections.  The tax return shows 304 pp because they listed their grants, 1 recipient per page instead of on the IRS form which provides for blank lines of about 10/page.  Annoying….

Apart from the first one, all are labeled “Affordable Housing”, and all (incl. first one) are “Directly controlled” by ECP, Inc. See these in chart form on the last page (page 304) of the latest return:

(1) ENTERPRISE COMMUNITY LOAN FUND INC 11000 broken land parkway 700 COLUMBIA, MD 21044 52-0192004

(1)ENTERPRISE HOME OWNERSHIP PARTNERS INC 600 wilshire blvd LOS ANGELES, CA 90017 31-1737642

(2) EHOP- DALLAS INC 500 akard street DALLAS, TX 75201 72-1590088


(4) ENTERPRISE MARYLAND LLC 11000 broken land parkway 700 COLUMBIA, MD 21044 26-3262997

(5)IACENTERPRISE NEHEMIAH DEVELOPMENT 11000 broken land parkway 700 COLUMBIA, MD 21044 52-1742031

(6)CORNERSTONE HOUSING CORPORATION 11000 broken land parkway 700 COLUMBIA, MD 21044 52-1742293

(7)CITY HOMES INC 11000 broken land parkway 700 COLUMBIA, MD 21044 52-1479114

(8) ENTERPRISE ADVISORS INC 11000 broken land parkway 700 COLUMBIA, MD 21044 27-3846733

(9)Affordable Housing Solutions Inc 11000 broken land parkway 700 Columbia, MD 21044 35-2389470

(10) enterprise community investment inc 11000 broken land parkway columbia, MD 21044 52-1206840

From Michigan’s “LARA” (also referenced below regarding College of Creative Sciences Mini-Section) — where you look up Business Entity names, types, and dates of organization:

Entity Name ID Number Type
ENTERPRISE COMMUNITY LOAN FUND, INC. 902354 Corporation [Formed* in 2006]
ENTERPRISE COMMUNITY PARTNERS, INC. 902975 Corporation [Formed in 2006]
ENTERPRISE COMMUNITY PARTNERS, INC. 900578 Corporation [Formed in 1985]

*Formed (I added those phrases) means organized as a Maryland business to do business in Michigan.

Put another way, Enterprise Community Partners, Inc. “Competes” with only two other intermediary organizations, for HUD money appropriated under  Section 4 of an Act dated 1993.  The fiscal year starting Sept. 2015 (?), the “NOFA” amount to be awarded (split three ways) was a minimum of $35,000,000 — for that year, and for four-year projects.

See Description under last year’s NOFA (Notice of Funds Availability I guess) from HUD:  This is about Capacity-Building, and they want to strengthen the so-called “Community Development” Housing developers, financers, and providers.  Minor detail — they don’t need to be locally controlled, as we see from ECPartners, Inc., above’s list of “Controlled Entities.”  ECP is serving as a pass-through from HUD to, basically, its own corporate offspring.

Essentially, while using the word “LOCAL” (part of the title of ‘LISC” — Local Initiatives Support Corporation) and ‘Community” repeatedly (the money is passed through to a certain kind of nonprofits), the ACTUAL CONTROL of the housing development is in three corporations, ALL of them East of the Mississippi (I.e., in States on the East Coast of the USA), and, ultimately — because that’s who could pull the plug, should it determine to — the federal government:

[This info could be obtained a number of different places, but this time was from a 25-page pdf:  http://portal.hud.gov/hudportal/documents/huddoc?id=2015capbldg4nofa.pdf, the quote is bottom of “Page 4” referring to document footer numbering //LGH]]

B. Authority.

The Capacity Building program is authorized by Section 4 of the HUD Demonstration Act of 1993 (Pub. L. 103-120, 107 Stat. 1148, 42 U.S.C. 9816 note), as amended. The funding made available through this NOFA is authorized by the Consolidated and Further Continuing Appropriations Act, 2015 (Public Law 113-235, approved December 16, 2014).

II. Award Information. A. Available Funds.

HUD is making available through this NOFA $35,000,000 for Capacity Building for Community Development and Affordable Housing Grants (Section 4).

Additional funds may become available for award under this NOFA as a result of HUD’s efforts to recapture unused funds, use carryover funds, or because of the availability of additional appropriated funds. Use of these funds will be subject to statutory constraints. All awards are subject to the applicable funding restrictions described in the General Section and to those contained in this NOFA.

Of the $35,000,000 available for the Section 4 Capacity Building Program at least $5,000,000 shall be made available for rural capacity building activities.

B. Number of Awards.
HUD expects to make approximately 3 awards from the funds available under this NOFA 

For why “3 awards,” see next image (the related pdf copies 4 pages of text from the above link):

hud-pdf-from-2015-showing-authority-amounts-and-3-grantees-for-sectn4-%22capacity-building%22-grants-35m-total-that-year-pp7-10-of-pdf-only hud-pdf-from-2015-showing-authority-amounts-and-3-grantees-for-sectn4-%22capacity-building%22-grants-35m-total-that-year-pp7-10-of-pdf-only <==click for full-sized image, plus 3 more pp.

From “CrainsDetroit” (before the Tax Credits Bill for this project, and others, was signed by former Michigan Governor, Jennifer Granholm), “Tax credit legislation for Broderick Tower, Taubman Center for Design awaits governor’s signature (Article shows a $3M cap per year in tax credits per project.  That’s a lot of tax credits, still!) 12/22/2009…

Hmm.  Keith Crain I noticed is on the board of that College for Creative Studies, who are now in that A. Alfred Taubmen Center.  Wiki on Crain Communications (with a flag, “reads like an ad” but also has a footnote to interesting, though possibly not fully current, “FundingUniverse” history of the publication:

G D. Crain died in 1973 and was succeeded by his widow, Gertrude Crain, who chaired the company until 1996. Under her watch, the company grew to have 27 newspapers and magazines.[5] Son Keith Crain replaced her as chairman in 1997. Following his father’s death, Rance Crain became president of Crain Communications in 1974.[4]  Crain now has about 30 business, trade and consumer publications and related Web sites in North America, Europe and Asia.[6] The company currently has over 850 employees in 14 locations spanning the United States, Europe and Asia.

In 2001 the company relocated its corporate headquarters to the Brewery Park complex on Gratiot Avenue in downtown Detroit, as part of a move to consolidate its Detroit-based employees into one facility.[7]

…and from one of the contractors involved, “Wallbridge” (see their “About Us/Overview” for more info): Dec. 2010, Lansing, MI:  Governor Honors Argonaut Rehabilitation ; Detroit Free Press “Detroit Spotlighted for Opportunity Finance Network” (/21/2015);


The Michigan Economic Development Corporation (“MEDC”) and with it, the “Michigan Strategic Fund” (“MSF”) came up in this post when looking at the Port Authority situation led to an article by NEXTCITY.org, which led to the illuminating information that UNESCO has ac/claimed Detroit as the first USA “City of Design.” (“DC3”) a project which involves Business Leaders for Michigan (“BLFM”) and the College for Creative Sciences (“CCS”).

I found out more on how our state universities — which are public institutions — are getting globalized, in “GAIA” at Rutgers. that is “Global Advancement and International Affairs.”  This is hooked into the US Department of State, and it’s moving fast forward along a certain model, with the prestigious “*.edu” website justifying the process.

(more, when link becomes active, at “…(GAIA at Rutgers, Obama Admin’s “YALI” + the reticent-to-explain-itself nonprofit “IREX,” and a Quick Primer/Refresher on The World Bank and IMF)” which represents only about half the full post title, which starts with “Gender Wars” (stemming from the GAIA reference, obviously no accident in acronyms).

Obviously that won’t all fit on one post, but this is an introduction of the various topics and their relationship to each other and to why we should protest the continued takeover of center cities by public/private partnerships which existed before those city centers fell apart.

My, oh, my, the drill-down of the involved parties get real interesting…it looks like the people that were running things (state-wide) LONG before Detroit, and parts of Michigan, went economically belly-up, had prepared to take over the reconstruction of the broken-down city centers and transforming them into new, glamorously and politically-correct (if you’re a fan of NWO and UN taking over the USA) PR-friendly labels, with a token gesture to keeping jobs local.

Shortlink to last post published 8/25/2016==> “Case in Point, NEVER skip the Business 501(c)3  Entity Lookups, and Watch the “Fiscal Agent” organizations! (Edward Charles Foundation, Fiscal Agent to “FreedomAdvocates” and, apparently, the Stars (post begun 7/3/2016)

Shortlink to this post ==>”Politics, Governors, Attorney-Generals and The Port Authority of NY/NJ (The Downside of Public/Private Partnerships) – SeeAlso “NextCity,” and another UNESCO “Name It and Claim it” Project in Detroit” (A “shortlink” here is like WordPress’s version of “tinyurl.com.”  The link contains letters which appear to be case-sensitive).

PortauthorityNYNJConf.com” shows upcoming 9/21/2016 CUNY (City University of NY) conference for Construction Industry, “Building Relationships for Lasting Success” and talking about the major reconstruction/development projects with this Port Authority

Shortlink to next intended (but not guaranteed) post; the link will become active (regardless of title) when it’s published follows up on NextCity as a nonprofit and its five-named foundation financiers: How  501©3 “The Next American City,” with help from at least Five BIG Foundations, lost its “American,” while Devastated Detroit’s DESIGN is Anointed by UNESCO, This post references the UNESCO “Name It and Claim it” habit as endorsed by public/private partnerships — regarding the City of Detroit and explores some of “DC3” the Detroit Creative Corridor Center, which came up in the context of a 2014  article by “Next City, Inc.” on the politics affecting transportation networks regarding this Port Authority of NY/NJ.

A subsequent post called Did Regionalism under Public/Private Partnerships Help Detroit the First Time Around?  A Look at MEDC, MSF, and Recent Gubernatorial EROs (Exec. Reorganization Orders) came from my noticing how Gubernatorial “Executive Reorganization Orders” (EROs) — lots of them in this century — started setting up new boards, and re-arranging the power to distribute grants set up under a year 2000 Michigan Trust Fund.   The takeover,. in other words, has been progressive and it looks like we have to keep a closer eye (state by state) on the shift in state laws also, particularly (as it happens in Michigan) under Chapter 125:  “PLANNING, HOUSING AND ZONING.”

Below, I also look again within the State of NJ CAFRs for how this Port Authority is classified (it’s as a Joint Venture) and remind us that CAFRs report things news media doesn’t — and are free to look at, the chief investment being of one’s time, and humility (for most people, I’ll bet) of seeing with your own eyes some of the accounting tricks of the trade, and, particularly, vocabulary used to describe the public (entity) projects, at a minimum.  They are self-descriptions of how and for how much the reporting entity is organized, and what entities are underneath it, and how classified.  That’s valuable information when there’s an issue with ANY of the component, blended, or discrete units within a government entity filing a report.  Despite their length, they are good BASIC information…

My goal is to get an organizational, financial (relative size), historical (age of incorporation), and social/associational snapshot of those involved in the ongoing purpose of transforming US metropolitan cities into the international UNESCO model, instead of our elected leaders showing allegiance to those they represent and refusing to sell off artificially depressed infrastructures in a fire sale…AS IS HAPPENING RIGHT NOW TO DETROIT.

UNESCO is of course associated with UN, and with the UN itself, we still need to acknowledge that the overall goal is “one world order” and part of this is undermining in authority and power, national sovereignty — and with those, constitutions, civil and legal rights under the same, and in effect, local representative government itself.  All in the name of helping localities, collectively, around the world, improve themselves and to better the planet.   Apparently, representative government is a problem for this business model.

Again, how does a UNESCO institute get set up so quickly within a public, state (NJ) university in the USA, as I just blogged — because a famous actor and peacemaker from Italy by way of Columbia agree with each other on UNESCO?  Several of the nonprofits involved haven’t even been honest with the public about who they are.

Rutgers is building its reputation, I see, as an International Center with “GAIA” (interesting acronym for http://global.rutgers.edu – Global Advancement and International Affairs)

Image from “Global.rutgers.edu” home page: “Jersey Roots, Global Reach”

The Centers for Global Advancement and International Affairs (GAIA Centers)

Rutgers faculty are leaders in innovative research and extend their excellence in teaching and service to the university, the state, and the global community. As part of its commitment to “Jersey Roots, Global Reach,” the university established the Centers for Global Advancement and International Affairs in 2011. The GAIA Centers work toward developing a comprehensive, campus-wide set of international initiatives and services, initiating collaborative projects and strategic partnerships around the world, and expanding students’ opportunities for international study and research. The GAIA Centers are founded on four pillars: Global Education, Global Programs, Global Relations, and Global Services

I notice while talking about what the Centers DO and why, there is still no clear definition or even listing of them on the website.  Even as it lists its missions, a “mission” or purpose is not a “Center.” Next quote is from the same page. Notice the lead-in sentence to the four-fold purpose, says “GAIA Centers will lead and serve” but does not define who is “GAIA Centers.”

The GAIA Centers ensures that Rutgers attains its full potential as a globally engaged institution of higher education, representing the university’s motto, “Jersey Roots, Global Reach,” throughout its teaching, research, and service. Every Rutgers graduate must be equipped with the knowledge, awareness, and skills necessary to meet the increasingly complex challenges of the 21st century. Rutgers faculty must have opportunities to engage with their peers around the world to address pressing issues that transcend national borders. GAIA Centers will lead and serve as a catalyst for engaging and advancing the university’s global mission through:

  • Global Education
    Developing the global citizenship in Rutgers students by providing opportunities for international study, research, internships, service learning, and multicultural experiences that are integrated with and support the learning goals of the academic majors.
  • Global Programs
    Internationalizing our campus and surrounding communities by developing and facilitating cross-cultural and global programmign that grow a global awareness among the Rutgers community and constituencies.
  • Global Relations
    Facilitating strong and consequential partnerships with universities, governments, and communities abroad and helping to welcome international delegations to encourage the exchange of knowledge, ideas, expertise, technology, and cross-cultural dialogue.
  • Global Services
    Providing immigration processing and advising to international students and scholars and provide a welcoming environment and avenues for acculturation for these international visitors.

The one I was aware of (before search results produced this) was called an Institute — not a “Center” or “Centers.”  NOTICE the date, however, is 2011.  “GAIA Centers” (whatever it is, or they are) was (or were) established in 2011 — while the Institute for International Peace was established at Rutgers in 2010 and “baptized” by UNESCO the next year.  Sounds like someone had some coordinated, university-connected, advanced planning in operation already….

How much Rutgers private funding comes from foundation and individuals of this “State Universities supported by US Citizens preparing next generation for Global Citizenship” mindset?

From some of my clicking around (I looked under “Global Programs”) on the site, I see Rutgers had already been chosen as a UN organization, and Obama Administration’s (US Dept. of State) “YALI” program under the Mandela Washington fellowship and more.  These things were already in place pre-2011, but as of 2011, apparently, they got a collective, unifying name and theme,  “GAIA Centers.”

~ ~OBVIOUSLY this is another Post in the Making…. ~ ~ Some of this information will be repeated on it…

Symoblism of “GAIA” as opposed to traditional Judaeo-Christian-Islamic (i.e., Abrahamic, Patriarchal) power structures — as government + religion + money IS a power structure anywhere, any time.

Gaea the Earth, Athenian red-figure kylix C5th B.C., Antikensammlung Berlin {viewed at http://theoi.com/Protagenos/Gaia.html}

GAIA (Gaea) was the goddess of the earth. She was one of the primoridal elemental deities (protogenoi) born at the dawn of creation. Gaia was the great mother of all creation–the heavenly gods were descended from her through her union with Ouranos (Uranus) (Sky), the sea-gods from her union with Pontos (Sea), the Gigantes (Giants) from her mating with Tartaros (the Pit), and mortal creatures born directly from her earthy flesh.

Gaia was the chief antagonist of the heavenly gods. First she rebelled against her husband Ouranos (Sky) who had imprisoned several of her giant-sons within her womb. Later when her son Kronos (Cronus) defied her by imprisoning these same sons, she sided with Zeus in his rebellion. Finally she came into conflict with Zeus for she was angered by his binding of her Titan-sons in Tartaros. She birthed a tribe of Gigantes (Giants) and later the monster Typhoeus to overthrow him, but both failed in their attempts.

In the ancient Greek cosmology earth was conceived of as a flat disk encirced by the river Okeanos (Oceanus), and encompassed above by the solid dome of heaven and below by the great pit (or inverse dome) of Tartaros. Earth supported the seas and mountains upon her breast.

In Greek vase painting Gaia was depicted as a buxom, matronly woman rising from the earth, inseparable from her native element. In mosaic art, she appears as a full-figured woman, reclining on the earth, often clothed in green, and sometimes accompanied by troops of Karpoi (Carpi, Fruits) and Horai (Horae, Seasons). [A lot more information at THEOI.com site above]

http://www.greekmedicine.net/mythology/mythology.html (more current application of the symbolism) Shorter Version from “Encylopedia Mythica(™) / Ron Leadbetter (article 1997/co. 2006).

You can easily see how warring versions of creation based on whether the primary god (goddess) was a He or a She, and whether or not intercourse was involved in creating their offspring (see “birth of Jesus Christ”), is still reflected in politics and finances today. The male and female Greek (and Roman) gods were also warring with each other over control of the offspring.  So, for the word “Geology” it looks like another version of Gaia” may be the root “Ge.”  ….  Here’s another version (the start of it, anyhow) website by Carlos Parada (the quote is marked by the maroon border):

From: http://www.maicar.com/GML/Gaia.html

Document belonging to the Greek Mythology Link, a web site created by Carlos Parada, author of Genealogical Guide to Greek Mythology | Characters • Places • Topics • Images • Bibliography • PDF Editions || About • Copyright © 1997 Carlos Parada and Maicar Förlag.||

Gaia is the Earth. She is the offspring of Chaos or comes into being after it.

Gaia appears 

Gaia. 8838: Tellus. Roman relief, 13-9 BC. Marble, Ara Pacis. Royal Cast Collection, Copenhagen.

The first to exist was Chaos, a void of unexplained origin. After Chaos, Gaia appeared, whether she was the offspring of Chaos or not, and also Eros, through whom the whole Cosmos came to be; for the world is not created, but procreated through Love and intercourse. 


Then Gaia bore Uranus (Sky, or Heaven), as an equal to herself; for as the gods have in her a sure standing-place, they have, in Uranus, a secure resting place. This is why Heaven and Earth, though being different, are equal. And after Uranus, she brought forth, by herself, the MOUNTAINS and Pontus, the sea. But she gave birth to Uranus, so that he would cover her all over; so laying with him, she bore the TITANS, the CYCLOPES, and the HECATONCHEIRES. However, Uranus, hating his offspring, hid some or many of them away in a secret place on earth, or as some say, cast them into Tartarus, which is a gloomy place in the Underworld as far from Earth as Earth is from Heaven.

Gaia behind Cronos‘ coup d’état 

And since it seems to be written in the fate of stern tyrants that they will be conspired against, Gaia, grieved at the destruction of her children, and being strained and stretched inside her (where the children were hidden), addressed the TITANS, persuading them to attack their father. For this purpose she gave Cronos an adamantine sickle, with which he castrated his father, and dethroned him. …

…..to be continued elsewhere….

Or how does a joint venture enabled by Congress (the Port Authority) gain control over transportation infrastructure for an entire major port district, in New York and looks like part of New Jersey — and on 9/11 (15 year anniversary coming up soon) more than one building is taken down with the people still inside, the cause still not unanimously agreed upon, but the official “(NIST version) cause used to justify further war and civil rights violations nationwide?

I would also like to know just how far along this process is — almost done?  Over done? or is there any hope still of re-gaining some privacy, independence, mobility (a little hard if the entire transportation structure is under control of an authority which is controlled by very few people appointed only by governors, would you not say??)

“Detroit Creative Corridor Center” is the other half of the above logo and what it stands for.

The Detroit Creative Corridor Center (DC3) is a joint initiative between Business Leaders for Michigan and the College for Creative Studies.  It receives funding from the U.S. Small Business Administration, the Michigan Economic Development Corporation, The Kresge Foundation, Surdna Foundation, New Economy Initiative for Southeast Michigan, the John S. and James L. Knight Foundation, fee-based consulting work and a variety of corporate partners.


That quote was from The James L. Knight Foundation’s blogpost, 8/25/2016 only,
Detroit as a UNESCO City of Design. Below, I looked at http://detroitc3.com/About-dc3 and noticed that one Executive Director has had a career in “economic development” growth, and the Interim Executive Director, a degree in international studies at DePaul in Chicago. While the DC3 team also has many women, the associated “Business Leaders for Michigan (both organizations — the 501©3 and related 501©4 are both predominantly, if not overwhelmingly male — and have been in a position of power, it seems, since the 1970s.

Business Leaders for Michigan turns out to be a dynamic duo nonprofit (501©3 and ©4 organization — with two more Political Action Committees, and a Disregarded Entity also listed on Schedule R Part I.

DETROIT, MI 482431801 (EIN#) 38-1941576

And modestly self-described, when answering the IRS question about “governance,” as:


Many states — perhaps even all states — and/or metropolitan areas have their “Business Leaders” or “Business Roundtable” nonprofits — the concept has been around for many decades.  Watch out — they like to control, but not always so openly, and without direct accountability to the people who live in the areas they have …. development ….. plans for…

This group has been around in both forms since 1970, and its revenues are its membership dues (from both tax-exempts), which makes me wonder — where was this Business Leadership when Detroit went belly-up a few years ago — and now the same want to run the re-development and transformation of it as a Global Hub (etc.)?

“Venture Partners” =/= exactly “Venture Capital” but their team includes “Business Leaders for Michigan’s “Douglas Rothwell” so I think we are least in the Venture Capital “ballpark” with this website:


http://www.renvcf.com: (over a large picture of a bridge with caption” Bridging Investment and Innovation”

Profitably investing in Michigan’s growth.

The Renaissance Venture Capital Fund is a Michigan-based fund that supports the growth of venture capital in Michigan while serving as a bridge between Michigan’s emerging innovation community and its strong industrial and commercial base.

Formed out of the groundbreaking “Road to Renaissance” initiative of Business Leaders for Michigan, the Renaissance Venture Capital Fund is the largest privately funded organization of its kind in the US. Renaissance was created by some of Michigan’s most important organizations to profitably invest in the state’s innovation and to serve as a connector of innovative start-up companies with strong, established businesses.

The investors in Renaissance recognized the importance of venture capital in the economic growth of the State as well as the financial rewards available to investors who mine the treasure of research and innovation present at Michigan’s world-class universities, institutions, and corporations.

Through its investment in top tier venture firms that are active in Michigan, as well as its own co-investments in emerging Michigan companies, the Renaissance Venture Capital Fund is helping to drive forward both innovation and growth of emerging companies in the region. And it is again proving that Michigan, with its unique combination of scientific, engineering and business talent, is a great place in which to invest.

Managed by this “Team”:  The sole woman in this photo does office support and H/R, she is “Chief Administrative Officer” and the men (not in order pictured — see site) are: CEO and Fund Manager, Principal, and “Vice President of Business Development”

Advisory Team of “Renaissance Venture Capital Fund” is four (men) only.  I’m showing Douglas Rothwell, but sincerely hope readers will click and read what the others have already been running and involved with.  And notice that its street address matches the BLM (Business Leaders of Michigan) nonprofit website street and suite# also:

DOUG ROTHWELL on both this RCNF (as Advisory Team) and BLFM:

Detroit Skyline photo (presumably) from “RENVCF.com”

Doug Rothwell has worked as an executive in the public, private and non-profit sectors having worked for three state Governor’s and two Fortune 500 companies.  Currently, Doug is President & CEO of Business Leaders for Michigan.  He helped form this organization {{Back in 1970?  That’s when it incorporated…}} and develop the Michigan Turnaround Plan, a five-step strategy to make Michigan a top ten state for job & economic growth that has gained broad support throughout the state. Prior to joining Detroit Renaissance, Doug served as Executive Director of Worldwide Real Estate for General Motors.

Doug also founded and served as President and Chief Executive Officer of the Michigan Economic Development Corporation. During his ten-year tenure, Michigan was named the number one state for attracting and retaining corporate site location investments an unprecedented four years in a row, was cited for achieving one of the top business climates in the nation, and was consistently named the best state economic development agency. His work continues to serve as the foundation for much of Michigan’s economic development strategy, including: Renaissance Zones, Smart Zones, Brownfield redevelopment incentives, MEGA tax credits, economic development job training grants, M-TEC training centers, the NextEnergy initiative and business retention program. Previously he served as Chief of Staff to the Governor of Delaware and was an Executive Vice President at MBNA Corporation, the nation’s second largest credit card issuer (now part of Bank of America).



Quite a guy.  Many of these Team or Advisory Members show a connection to the Michigan Economic Development Corporation…(“MEDC”).  Links for MEDC show it’s a Public/Private Partnership (what else).  Leadership — I count only SIX people. A Board meets annually (not often!) to evaluate MEDC.  ”

  • The overall management and control of the MEDC rests with an Executive Committee consisting of twenty members, appointed by the governor.
  • The Michigan Strategic Fund (MSF), which oversees state economic development strategies, is an autonomous entity established by PA 270 of 1984. An 11-member board has statutory authority to direct state appropriations to support business development, community development, talent enhancement and state marketing activities, including the promotion of tourism, film industry, arts and cultural affairs.
  • The MEDC Board meets annually to evaluate the MEDC’s performance. The Board includes representatives appointed by the MEDC’s Interlocal partners, as well as the twenty members of the MEDC Executive Committee.
  • The Governor’s Talent Investment Board (GTIB) is Michigan’s workforce investment board and its representation is consistent with the provisions of the Workforce Investment Act of 1998 (WIA) and regulations issued pursuant to the act. The GTIB provides a vital role in bringing citizen involvement, engagement, and oversight to the state’s talent enhancement effort.

More on MEDC and MSF — separate post.

For partners, this particular Detroit Creative Corridor (DC3) chose to partner with the College for Creative Studies, a private college of only 1,000+ degree-seeking students, but which has been around since 1915 (per corporation filings, I checked) and on my looking at its nonprofits, I see (as probably other private universities also do), it too, has some significant “Related Organizations” and is getting developers’ fees for rehabilitating a famous downtown Detroit “Argonaut Building.”

College for Creative Studies Tax Returns (Mini-Section).

(This background-color, added one day post-publication)

(Tax return also at bottom of this post):
Search Again

College for Creative Studies MI 2014 990 53 $208,226,949.00 38-1550064
College for Creative Studies MI 2013 990 56 $202,090,200.00 38-1550064
College for Creative Studies MI 2012 990 48 $200,589,633.00 38-1550064

Page 2, Part III, Program Service Activities are only two.  One is Education, the other is Real Estate Development (no expenses — only revenues — listed, for some reason):

4a (Code) (Expenses $ 42,525,107 including grants of $ 17,582,174 ) (Revenue $ 47,312,815)


4b (Code ) (Expenses $ including grants of $ ) (Revenue $ 789,975 )


Rather than my narrating it, I’m simply telling readers that the tax return (I looked at top row) shows the Subcontractors, Related Organizations and Disregarded Entities involved with Community Development and with the Argonaut Building.  Look at the Parts of the Tax Returns, and the Schedules to the tax returns for more information, and make deductions on where the assets are being held, revenue produce, and capital obtained, etc.

Subcontractor #1 of 12:

  • Space Rental/Property Management – $5.3M

201 E. Kirby, Detroit is address of subcontractor, of CCS, and of a number of its related organizations.

Balance Sheet of $208M (Gross, Top Part of Part X) includes $22M Savings, $13M Accounts Receivable, $8.8M Loans receivable (so CCS is a lender also); $61.9M in depreciated Land, Buildings and Equipment (Line 10), $16M in “Public Traded Securities,” (Line 11) and $76M in “Other Securities” (Line 12), as well as $1.9M in “Other Assets.”  The main assets are held under Line 12, then.  This translates to (Per the relevant Schedule D, Part ):

IRS Form Schedule D Part VII, “Investments – Other Securities .Complete if the organization answered ‘Yes’ to Form 990, Part IV, line 11b. See Form 990, Part X, line 12.”

Instructions:  “Description of security or category (including name of security)”

  • {Category (1) = Financial Derivatives, (2) = Closely held securities = none.}
  • (3)Other  
  • (C )$25,304,014 – COMERICA OUTSIDE FUNDS**
    • Total = $76,225,199

[This interrupts the flow of “Schedule R” info, but I looked at Wiki for “Comerica.” (see next quote) The Wiki is flagged (“needs additional verification”), but I learned that the name “Comerica” only dates back to 1982, that in Detroit its predecessor (before all the mergers) was one of the few in the area to survive the Great Depression (1929ff), that it acquired Manufacturers Hanover at some point, that it moved HQ to Dallas, has involvement in a local stadium (naming rights) and:

Comerica Bank, MasterCard, and the U.S. Treasury Department teamed up in 2008 to create the Direct Express Debit MasterCard prepaid debit card. The federal government uses the Express Debit product to issue electronic payments to people who do not have bank accounts, who are often referred to collectively as the “unbanked“. Comerica Bank is the issuing bank for the debit card.[8]

Schedule R Part I (Disregarded Entity), controlled by the College, is: (1) CCS COMMUNITY DEVELOPMENT LLC 201 E KIRBY DETROIT, MI 48202 EIN# 26-2730307.  Revenue $789K (which shows up as “developer fees” on Tax Return Part III Line 4b, i.e., for the Argonaut Building and Parking Structure; as well as Part VIII Revenues), Purpose “CONSTRUCTION DEVELOPMENT MANAGER, End of Year Assets, $12M.”

Elsewhere, we see that in 2008, CCS got a $25.9M tax-exempt bond from the “Michigan Higher Education Authority,” that is, Government, of which $12M is shown as expended.  The money for this construction development, then, came from the public, in a city which later went “Bankrupt.”

Schedule R Part II Related Tax-Exempts:  None.  Part III, Taxable as a Partnership:  

  • ARGONAUT CAMPUS DEVELOPER LLC / Own and Rehabilitate the Argonaut Building.

Schedule R Part IV, Taxable as Corporation or Trust:  


    “Manage the Argonaut Project Holding Company” – 100% Controlled by CCS, Share of Year-end Income – $4M (Negative $4M); Share of YE Assets — $30M.

Generic summary:   

The related and subcontracting LLCs from Michigan “LARA” (Legislative and Regulatory Administration) Business Entity Search: <==recommended:  Bookmark.  I can’t currently view images (software updates or plug-in missing; I used to be able to on this device) but others with the plug-in should be able. I notice Michigan is about to provide on-line filing soon, main page says.  Right now they are images, which is more clicks per view, but also I feel more informative.

I’ll add to the main page, “Date of Organization”

Entity Name ID Number Type
ARGONAUT BUILDING MASTER TENANT LLC E11125 Limited Liability Company @ 6/27//2008
ARGONAUT CAMPUS DEVELOPER LLC D2206D Limited Liability Company @ 8-14-2007**
CCS ARGONAUT HOLDINGS INC.***  01905Y  Corporation @6/30/2008
 CCS COMMUNITY DEVELOPMENT LLC  0269P  Limited Liability Company @ 1-16-2008

**Articles of Organization.  Apparently it didn’t file and was then made inactive, because on 2/24/2011 there are “Articles of Restoration” and annual reports filed for: 2008, 2009, 2010, and 2011.  *** Domestic For-Profit, 60,000 shares.  From the Tax Returns, CCS claims $29M invested in this corporation — it doesn’t say how many of those are shares.

I printed some of Schedule F to the FYear 2013 (YE 6/30/2014) “Activities Outside the US” to show $12M of investments in Central America and the Caribbean, largest of any category.  The related pdf here has 3 pages, but the image only 1 (“png” images are one at a time…):

pp32-34-only-sched-f-pt-i-activities-outside-us-of-collegeofcreativestudiesein38-1550064-in-detroits-form-990-fyear2013-123m-in-central-amer-caribbean-grossassets-208m-incl-76m-other <== pp32-34-only-sched-f-pt-i-activities-outside-us-of-collegeofcreativestudiesein38-1550064-in-detroits-form-990-fyear2013-123m-in-central-amer-caribbean-grossassets-208m-incl-76m-other

Like probably most colleges, CCS’ main revenues are not grants but Program Service Revenues — to be expected for a college, mostly tuition and registration/lab/materials fees — at $44M.  It’s Total contributions of maybe (ROUGHLY) ¼ that were $11M, of which $7M was private contributions, $3.3M Government Grants, and $1M (Fund-raising? I think — see link to return).   Student tuition often takes the form of federal loans or grants, I DNK in this situation.

CCS was generous also in student aid, with $13M of grants for international students (expended here, Schedule F says) and $15M (split between individuals and institutions, Schedule I, Part 2) local; which is to say more than half its students’ tuition, while categorized on Part VIII as “Revenues” was on Part IX, Expenses, Line I, “Grants.”

The Detroit population meanwhile made an exodus, and houses were foreclosed upon, properties abandoned and, since this 2008 tax-exempt bond for CCS, a college of about 1,000+ students, this institution stayed, is rebuilding without major liabilities (its primary liability on the balance sheet is the public tax-exempt bond), and partnering with those controlling and driving, it looks like, the state, and particularly the Detroit area economy (BLFM, as mentioned above, and what’s more, its leader (Richard Rodgers) who maintained his $400K+ Salary (admittedly, not excessive for a major college), hooked up with DC3 and the Knight Foundation as part of the Design Corridor, and CCS leadership,seems to have gone along with the UNESCO “Cities of Design” and see what could be made of it.  Meanwhile (see “Shinola,” below), a company from Texas took some advantage of the local talent, and training them, to help increase its global profits in watches, bicycles, stationery, etc.  See next paragraph.

Not advertised on the DC3 site — the street address for DC3 at the footer matches “ShinolaDetroit” which produces Watches, Bicycles and Leather (including leather straps for the watches), Journals, Pet Goods (and some other items) in revamped space inside that College for Creative Studies, and in a warehouse possibly right next to it.  My lookup at “Store Locator” shows 998 locations, starting with in London and Paris. THIS organization, it turns out, at least within the US, is owned by some entity in Texas — not Michigan! but apparently likes the help it can get from CCS students…

Look towards the bottom of this post under the heading “DC3 / BUSINESS LEADERS FOR MICHIGAN / COLLEGE FOR CREATIVE STUDIES — and Texas-owned, Swiss-Advised, and using Italian hi-tech machinery – SHINOLA/DETROIT

The “DC3” TEAM (from “detroit3.com” website)

That quote was from The James L. Knight Foundation’s blogpost, 8/25/2016 only,
Detroit as a UNESCO City of Design. However see also http://detroitc3.com/About-dc3 and notice that one Executive Director has had a career in “economic development” growth, and the Interim Executive Director, a degree in international studies at DePaul in Chicago.

“The DC3 Team” includes two other women and only one man, as I was expecting there to be a 501©3 perhaps involved here, I started with the top row of three (emphasis is on photos, clicking on “read bio” pops up the bios which I’ve copied here).  I included 4th bio of the only man involved in the team, no offense meant to the two other, also photogenic young women, Jessica Malouf and Meredith Kerekes not shown below.

Olga Stella, Exec Dir at “DC3”

Olga Stella is a seasoned economic development professional whose career has focused on economic and community development in Detroit. Olga got her start in economic development working for Mayor Dennis W. Archer after receiving her Masters in Public Policy from the Ford School at the University of Michigan. As Chief of Staff to then State Representative Steve TobocmanOlga applied her policy skills to the critical challenges facing the Southwest Detroit community. The bulk of her career has been spent developing strategy and programs and managing operations at the Detroit Economic Growth Corporation, the City’s nonprofit economic development agencyOlga and her family are proud to call Detroit home.

Ellie Schneider, “DC3” Interim Director

Ellie Schneider is an attorney and lifelong Detroiter responsible for managing programming and operations at DC3. After earning a B.A. in International Studies and minors in Community Service and African and Black Diaspora Studies at DePaul University in Chicago, Ellie returned to Detroit to study at Wayne Law focusing on urban policy and community development. She also took advantage of many opportunities to use her legal skills to pursue her passion for all things Detroit through her work with the Damon J. Keith Center for Civil Rights and the Detroit Charter Revision Commission. Prior to joining DC3, Ellie practiced bankruptcy law with Schneider Miller, PC in downtown Detroit.


Melinda Anderson, “DC3” Creative Design

Melinda Anderson founded MeMe Design + Events in 2007, and has managed and produced large-scale corporate events, weddings, and social occasions for 20 to 2000, including events for the Detroit Opera House, Detroit Electronic Movement Festival, ESPN, Jay Leno, and Lee Iacocca. Committed to designing and understanding events in a way that few others do, Melinda always goes the extra mile to ensure the success of every event that she produces. She has helped to produced the Design Festival since its inception in 2011.

Born and raised in Detroit, Melinda has a bachelor’s in architecture from the University of Michigan, and has lived and worked abroad in Berlin and Palermo.


Melvin Henley – notice the “global” references and academics

Melvin joins the Detroit Creative Corridor Center team as part of the Detroit Revitalization Felllows Program. Born and raised in Chicago, Melvin earned his bachelor’s in journalism and public relations at Drake University and a master’s in arts and culture management from Queen Margaret University in the UK. Much to the surprise of his friends and family, Melvin decided he wanted to pursue a career in the creative sector his sophomore year of college.  This has allowed him to work in a variety of arts and culture organizations within the U.S. and abroad. A self-described “global professional,” Melvin is passionate about promoting intercultural dialogue and creative/cultural diversity both in and out of work. For fun, Melvin enjoys volunteering, spending time with friends and traveling.



I see that the Damon J. Keith Center is at Wayne State University and named after a no doubt deservedly famous for his civil rights stand Judge. Here’s from the Damon J. Keith “Equity Action Lab” which in summer 2014 got $1.3M of funding from Kellog Foundation to further strengthen nonprofit leadership involving the categories “Cohort” “Facilitators” and the “Director, Associate Director, and Secretary” apparently Wayne State Employees.  Scrolling through the many faces listed, I noticed a representative from a chapter of CAIR:

In summer 2014, Wayne State University was awarded a three-year, $1.3 million grant from the W.K. Kellogg Foundation to launch the Detroit Equity Action Lab at Wayne Law’s Damon J. Keith Center for Civil Rights.

This initiative, led by Keith Center Director and Professor Peter Hammerwill bring together 60 nonprofit organizations working in the many dimensions of racial equity, including arts and media, community development, education, environment, food security, health care and housing, to address issues of structural racism in Detroit.

Participants will learn how to build capacity for their organizations to work in racial equity workshops led by national subject matter experts. Through trainings and discussions, they will identify long-standing structural racism and create action plans to promote change. They will create policy recommendations and improve awareness about racial equity issues in the community.

Meet the 2014-15 cohort



This post references the nonprofit NextCity article recommending the Port Authority be split up, into its NJ and NY sides due to evidence of political corruption of what was otherwise said to be a originally — in 1921–a great undertaking for funding bridges and tunnels between New York and New Jersey with obviously benefits to both states affecting the workforce:
It’s Time to Kill the Port Authority of New York and New Jersey (<==a tinyurl shortlink) by Stephen J. Smith, January 15, 2014 in “NextCity.org” 

…which begins like this:

When the Port Authority of New York (and, later, New Jersey) was first created, it was a trailblazing agency. Its infrastructure projects were second to none — the George Washington Bridge, its first major project and most impressive, carries more traffic than any other vehicular bridge on earth. And its political structure as an independent authority overcame corruption and petty rivalries between the two states to build half a dozen crossings on the Hudson River. It was a triumph of progressivism.

But those days are long gone. The agency’s freshest scandal is extraordinarily brazen and petty, and New Jersey Gov. Chris Christie’s political ambitions have launched it into the national news. Tellingly, the George Washington Bridge lane closures scandal is actually one of the Port Authority’s more benign foibles in recent years.

The independent authority model was supposed to — and perhaps initially did — encourage professionalism and discourage political interference. Today, we seem to get the worst of both words out of the Port Authority. Its political independence is gone, but its financial independence remains intact and has enabled** a profligacy and string of failures that only the U.S. military could match.

Its most high-profile failure has been the reconstruction of the World Trade Center, which never had much of a relationship to bistate commerce in the first place.

**Whether or not this article proves its claim (or, opinion) that the “financial independence”  enabled this “profligacy and string of failures”… you can see how “9/11” and World Trade Center destruction — and redevelopment — are going to be a main issue.  (For those who may not be aware of or remember who the Governor of New Jersey was accused of causing the mayor of Fort Lee a nightmare through closed lanes on the famous bridge, see also the “Bridgegate” link below…).

The Port Authority of New York and New Jersey shows up on New Jersey’s (and most likely also New York’s) CAFRs, but only as a “Joint Venture.”

Perhaps considering the major, historic changes to the United States of America and federal agencies since 9/11, some of my readers might want to at least read a few pages on how this agency, actually an “AUTHORITY” is described in State-issued financial reports, which explain what is a discrete, a blended, a component unit, or what are enterprises businesses (and so forth) within the state ???  I’ve already posted the link two posts ago).   See “MORE ON:  STATE of NJ CAFR & The PORT AUTHORITY” towards the bottom of this post.

However, in my upcoming post: How  501©3 “The Next American City,” with help from at least Five BIG Foundations, lost its “American,” while Devastated Detroit’s DESIGN is Anointed by UNESCO, NEXTCITY.org itself as the publication of a certain nonprofit formed only in 2002 is looked at more closely as a “Big-Five-Funded organization.

In that post I also exhibit the tax returns of the five foundations acknowledged on Next City’s “About” page and point out the activity of at least one more (Annie E. Casey) from some of its own financial filings for the State of New York.

Without this funding, the originally quarterly organization, which did take help from Rockefeller Foundation early on, might not still be solvent.  Print media journalism is competitive, and tough to break into and maintain over time, and it appears that this one has since gone mostly digital.  The State of New York Charitable Registries coughs up more filing information than does the state of Pennsylvania, and Pennsylvania charges for anything much beyond “very basic” for its annual reports.  The transition in leadership of this organization as well as, apparently, moving its legal domicile from NY to NJ may also relate to WHO has been financing it.

I also don’t find it, given this funding, at all surprising to see the internationalization of the theme “Cities” and promotion of Detroit as a “City of Design.”  The business model here appears to be — let the infrastructure basically rot or fall into disrepair (where an act of God doesn’t destroy it) claiming budget deficit.  Then when the involved cities go “bankrupt” there is a fire-sale on redevelopment — which the same public who’s been living there meanwhile, gets to foot the bill through the “Public” part of public/private partnerships, such as we find under the “CNCS” (NationalService.gov) programs like “Social Innovation Fund” and others.

I have been looking at how it is that the US is becoming a UNESCO country, and why, apparently, part of this entails multiple shape-shifting nonprofits with shifty fiscal practices who, apparently, want the positive press, but not the back story on their corporations, to be identified or scrutinized.

I identified as also relevant to this blog’s concern with FAMILY COURT matters that the family courts are considered “problem-solving” (subject-matter jurisdiction) courts, and that state jurisdictions — where MOST of our legal rights and also regulations occur — are being undermined as “undesirable” in the federalized/privatized model in which government services, and/or how to deliver them, is increasingly privatized, regionalized, standardized.

Delivery of services, trainings, is “digitized” that is, delivered, technically assisted and trained, and downloaded electronically) , and centrally controlled. Already we know that many of the providers of this scope of internet tend to be military or former military corporations who, through the massive communication, transportation, supply-and-demand tracking and organization which WAR requires, already had the capacity to turn this to “peacetime” uses such as population control.

  • Dyncorps (<==Wiki, or see Funding Universe, although this seems to only go up to 2002, and I have a sticky post (#10 of 10 at top of the blog) on this one):
    • DynCorp International/ˈdn.kɔːrp/[6] is an American private military contractor.[7] Begun as an aviation company, the company also provides flight operations support, training and mentoring, international development, intelligence training and support, contingency operations, security, and operations and maintenance of land vehicles.[8]DynCorp receives more than 96% of its more than $3 billion in annual revenues from the U.S. federal government.[1][9]


While the identity of how and where this control (power block) actually resides is complicated through dispersal and through multiple layers of 501©3s (and (4s) and (6s), in sizes, giant, medium, small, and invisible (except for the websites) in size.

Outsourced to nonprofit corporations (and their subcontractors — or direct government entity subcontractors) as 1996 PRWORA Welfare Reform gave a serious “kick in the butt” fast-forward through block grants to the States (encouraging, it said, flexibility, but time has shown, increased centralization and cronyism in the matter of the marriage/fatherhood and access/visitation grants).

By “solving” the problems of family conflict (as opposed to child abuse or domestic violence for which laws against this behavior already existed), this particular solution neatly solved the problem of people being actually prosecuted for criminal activity towards their family much further than breaking up the family unit and kicking it forward to the family courts, where the federal “reunification” and “co-parenting” and “single-parenting is bad” model kicks in.
~ ~ ~ ~ ~

I have some personal points of reference for a similar process (on the individual / family level), but decided they belong at the bottom of this post, that is, if I do include them at all this time, as possibly helping anyone else understand why identifying levels of honesty / dis-honesty in any operation is so important, as well as putting one’s hands on the paper trails involved.  People are dishonest about many things in life, but generally speaking, when they are something financial, criminal, or less than ethical is involved.  Otherwise, why the dishonesty?

The same is true with how philanthropy is being portrayed in this country (and internationally) as consistently the good guys, the problem-solving guys, the heroes, as are our elected and appointed government officials dealing with them.   Are they?

For people who take some time to take even a series of samples (a cursory look) at federal agency websites referring to grants, at tax returns of named grantees, at business filings of some major grantees, and at the formation of a nonprofit trade association for nearly any major governmental function in the United States, at State (Governors, Courts, Legislatures), at Regional (as to Child Support Directors), at subject-matter specific (as I show on the table of contents page — AFCC, NCJFCJ, AND the key domestic violence organizations too) — these are often operating with an international scope and business model.

Possibly this awareness of a coming “New World Order” (or of just how much of it is already in place) may relate to the little respect shown for state regulations of commerce, taxation, and business filings across many fields.

IF the massive philanthropies, investment platforms that coordinate distribution of, say, 5% or so of their yearly revenues, while many of them provide tax-exemption help for their owners’ personal income taxes. are in fact, as a sector, society’s compassionate heroes, then what’s with all the diversification and creating mazes and networks of influence, of smaller nonprofits indebted to larger (say, intermediary or community foundations)??  is that patriotic, sensible, ethical, and upholding principles of government — or just devious and maintaining a standard of IMPOSSIBLE TO EFFECTIVELY TRACK throughout the collegial relationships?


And what’s with the community foundations, whose loyalty ought to be to their community, behaving as I just showed the Community Foundation for Greater New Haven (Connecticut), which omitted its Schedule I details (showing actual) grantee information, and moved $1.5 billion to the Cayman Islands and/or offshore in 2015, while continuing to sponsor and advertise for the New Haven Family Alliance which, according to the Connecticut Business Filings database, has not filed its annual reports for years (since 2011 or 2012) and, while I DNR that post series, I do seem to recall that they had the EIN# revoked by the IRS around the same time, also.

Without an assessment of the holdings, and the revenues from at least the government entities (individually, pooled, and/or collectively) how is it possible to verify the deficit?  Start looking at some Form 990s (large, medium, and small) and remind yourself that, as with corporations, so with governments — Revenues and Expenses are usually based on the year — annual.  This is entirely different from Assets to Liabilities.  It’s also different depending on the reporting entity, whether government or private corporation.

One way to become quickly informed about the perspective is to start realizing just how little is actually distributed (often)  of a platform’s earnings, and that, for most, they retain the assets (investment platforms), and spin off other nonprofits, coordinate to decide which nonprofits should be supported, and that they should be supported as a sector — instead of assessing — HONESTLY — the scope of government income-producing assets held OFF_budget (or, lost in transit), the lack of proper monitoring of grants, the lack of provision for proper databases by which the public might voluntarily track public funds from specific agencies, in specific states or geographies, and through specific organizations.

When a city goes bankrupt, or its urban infrastructure is SO bad it needs a coordinated task force of both government and private (foundations, with the associated wealth behind the foundations) to rescue and rebuild it — the question to ask is were any of the “redeveloper” partnerships passive parties to letting it deteriorate, year after year?

HOW did it go belly-up in the first place, if not through exacerbation and prolongation of a previously existing caste system based in relative positioning of ALL people regarding the Internal Revenue Code, itself a major collector for federal revenues.  HOW can we go this long and not recognize that the accumulation of investment platforms through a widely dispersed — but privately WELL-coordinated — series of independently wealth tax-exempt foundations under private control, and often named after the major corporate builders of the early or mid-1900s, including some of the corporate wealth notably built up by the war machine?


This port authority was formed by interstate compact in 1921 during a Progressive Era, and when Woodrow Wilson was Governor of NJ, before he became President.

I was referencing this well-known authority as it came up under the CAFR topic and to explain (under the topic of UNESCO) the problems with accountability failures by the public in understanding our basic public institutions — including authorities such as this — and including the significance of the CAFR system as enabling major-level bribery, corruption, and abuse of privilege by elected and appointed officials at the State (at least level).

Consider how commonly it is still assumed, at least in most of the mainstream media, that the World Trade Towers was caused by those planes and not a planned demolition in light of a recent lease and another way to solve, among other things, the asbestos-lawsuits problems.

I was surprised to find the “Bridgegate” article below, and decided to brush up on my understanding of this entity.  There are summer, 2016, articles in the NYTimes about more than just Governor Christie’s role in punishing a local mayor for failing to endorse him.  I am also reading (below) about a former NY Attorney General, David Samson, who forced United Airlines to re-institute a money-losing flight from Newark International Airport (part of this NY/NJ Port District — its scope shown in a map and with links below) to South Carolina.  Just google “Port Authority of NY/NJ” and click on some of the NYTimes articles.

I also recall how Walter Burien (CAFRman.com) explained that his first comprehension of the CAFR situation related to this particular authority, or involved its financial statements.


NY and NJ in 1921 needed consent of Congress to form this interstate compact…
Not that I’m agreeing or disagreeing with the Bloomberg summary but it provides a summary of what the Port District and this Authority encompasses:

April 29, 2015 “Think Bridgegate was Bad?  The Port Authority is a Daily Disaster” 

One of America’s most important infrastructure agencies is malfunctioning because of chronic political interference by Peter McCoy in Bloomberg.com. (quotation marked by red box and light-blue background content)…

Map of Port Authority of NY/NJ from 4-29-2015 Bloomberg.com "Think Bridgegate is Bad?" article by Peter McCoy


The Port District, roughly the area within 25 miles of the Statue of Liberty, has a population of 18 million and a gross domestic product of more than $1 trillion, which would make it 15th biggest in the world if it were a separate country. It’s a gateway between the U.S. and the rest of the world. When the Port Authority was created in 1921, it was an exemplar of Progressive Era efficiency and freedom from corruption. Woodrow Wilson, who was governor of New Jersey from 1911 until his inauguration as president in 1913, helped lay the groundwork for it. Within a period of just four years the agency built the George Washington Bridge, then the world’s longest suspension bridge, and three other spans connecting New York and New Jersey. In 1937 it opened the first tube of the Lincoln Tunnel. The Port Authority was one of the few institutions capable of standing up to Robert Moses, the “Master Builder” who reigned over New York from the 1920s to the 1960s.

Gradually, things deteriorated. A turning point was the decision in the 1960s to build a “world trade center” in lower Manhattan. To many observers, that looked a lot more like economic development for New York City than a bi-state transportation or port project. New Jersey’s appointees on the Port Authority board didn’t want the agency to take on the project. To win their support, the New York-appointed commissioners agreed that the Port Authority would take over and operate a bankrupt commuter railroad whose tunnels ran under the Hudson River. It became the PATH.

In 1994, New Jersey Governor Christine Todd Whitman demanded the power to appoint a deputy executive director to offset a New York-appointed executive director she didn’t like. Since then the Port Authority has had two day-to-day bosses—one effectively reporting to Trenton and one to Albany. The divided leadership made politicization all the worse.

Then came the terror attacks of Sept. 11, 2001, which killed 84 employees of the Port Authority, including its executive director. The Port Authority had completed a long-term lease of the World Trade Center weeks earlier. The first years after the tragedy were chaotic. Eventually the Port Authority was pulled back in to build and operate key parts of the new center. Because of design decisions made before it got reinvolved, the 1,776-foot-tall 1 World Trade Center (aka “the Freedom Tower”) is perhaps the world’s most expensive office building at $3.2 billion. A new transit hub designed by the superstar Spanish architect Santiago Calatrava costs about $4 billion. It has vast expanses of white marble, and a spiky centerpiece, called the Oculus, looks like a cathedral from the inside and a mutant stegosaurus from the outside.


More Public/Private Partnerships for infrastructure re-development. Check out some of the sponsor icons to this conference being held soon at CUNY (see image caption):

PortAuthorityNYNJConf.com (quote marked by red box)

PortauthorityNYNJConf.com” shows upcoming 9/21/2016 CUNY (City University of NY) conference for Construction Industry, “Building Relationships for Lasting Success” and talking about the major reconstruction/development projects with this Port Authority

Building Relationships for Lasting Success

Construction and design professionals throughout the region will learn about new opportunities with The Port Authority of New York and New Jersey (PANYNJ). This event will address new opportunities afforded by the agency’s 10-year capital plan for your business The 2014-2023 plan includes $27.6 billion in major regional infrastructure projects.

Join the agency and learn about the $4 billion public-private partnership to construct the first phase of redevelopment of LaGuardia Airport. The first-half of the project is expected to begin in 2016, and will combine the distinct terminals into one structure that would facilitate easier transfers while improving amenities.

The agency is in the midst of an unprecedented cycle of construction at its Hudson River Crossings including raising the Bayonne Bridge’s roadway, replacing the Goethals Bridge and replacing the suspender ropes on the George Washington Bridge.

As transit across the region continues its strong resurgence, the agency is also modernizing the PATH system, including mitigation and resilience projects aimed at hardening this essential trans Hudson service. A new Harrison Station and World Trade Center Transportation Hub are part of the comprehensive plan.

As part of a Quality of Commute effort, the agency has also authorized $90 million in capital funding to enhance customer experience and improve passenger commuting at the Port Authority Bus Terminal.

Learn how your firm can support these efforts. This conference will highlight how MWSDBEs will be able to access work with the Port Authority and become certified to bid or be eligible for set aside work.

Continuing News:

NYT articles on this topic, most recent near the top, among them:

Christie “Flat-out Lied” in Bridge Case, Aide Says (8/10/2016 by Patrick McGeehan)

Photo from NYT 8/10/2016 article in NY/Region, “Christie ‘Flat-Out Lied” says Aide…”

A former ally of the governor, David Wildstein, who pleaded guilty to two counts of conspiracy in the case, has contended that evidence exists to show that Mr. Christie knew about the plot as it was being carried out. But Ms. Renna is the first former member of Mr. Christie’s staff to accuse him of lying about the matter.

Ms. Renna sent the texts on Dec. 13, 2013, as Mr. Christie was fielding questions from reporters about his knowledge of the scheme to tie up traffic three months earlier on the New Jersey side of the bridge. The filing was made by lawyers for Bill Baroni, who was Mr. Christie’s top executive appointee at the Port Authority of New York and New Jersey, which operates the bridge.

Federal prosecutors contend that two lanes leading to the bridge were abruptly closed to punish the Democratic mayor of Fort Lee, N.J., for declining to endorse Mr. Christie’s bid for re-election. Mr. Baroni and Bridget Anne Kelly, a former deputy chief of staff to Mr. Christie, a Republican, are scheduled to stand trial in the case next month.

And on July 21, 2016, in the Op Ed (Opinion Page) by “The Editorial Staff”

Port Authority Overhaul Way Overdue

Privately, it was known as “Samson Air” or sometimes “The Chairman’s Flight.” In 2012, United Airlines decided to reinstate its money-losing flights between Newark and Columbia, S.C., leaving New Jersey on Thursday evenings and returning on Monday mornings.

Those flights turned out to be a special deal for David Samson, once one of New Jersey’s most powerful lawyers and Gov. Chris Christie’s choice in 2011 to be chairman of the Port Authority of New York and New Jersey. Mr. Samson, who pleaded guilty to a felony count of bribery last week, admitted that as head of the authority that controls Newark Liberty International Airport, among other major facilities in the region, he had pressured United Airlines to schedule the flights he regularly took to Columbia in return for approving a new hangar that United needed at Newark. (The flight was canceled shortly after Mr. Samson resigned from the authority in 2014, and the airline paid a penalty of $2.25 million.)

Mr. Samson’s guilty plea is part of the bizarre saga that began when at least one of Mr. Christie’s associates forced the closing of lanes to the George Washington Bridge three years ago. The traffic nightmare that resulted was designed as political revenge against a local mayor who failed to endorse Mr. Christie for re-election. Mr. Samson was not charged with conspiring to create the gridlock, but another Christie associate has pleaded guilty in the bridge scandal and others are awaiting trial.

And yet another, a week earlier (7/14/2016 by Patrick McGeehan): David Samson, Ally of Christie, Admits to Bribery over Airline Route

David Samson, the former chairman of the Port Authority, in 2014. Federal prosecutors investigated Mr. Samson’s use of his position to benefit himself and his former law firm, Wolff & Samson. Credit Richard Perry/The New York Times

David Samson, a longtime friend of Gov. Chris Christie, pleaded guilty to a felony count of bribery on Thursday and admitted that he had pressured United Airlines to operate a weekly flight to South Carolina for his personal convenience.

The plea, which was offered before Judge Jose L. Linares of United States District Court in Newark, appears to put an end to Mr. Samson’s career as a public official and power broker. And it casts a shadow over the political fortunes of Mr. Christie, a New Jersey Republican who until this week had been considered a potential running mate for Donald J. Trump, the party’s presumptive nominee for president…

Mr. Fishman [U.S. Attorney for NJ] said that Mr. Samson, 76, had abused his position at the agency by coercing United to reinstate a canceled route between Newark Liberty International Airport and Columbia, S.C., near one of Mr. Samson’s homes. He said Mr. Samson had threatened to block the construction of a maintenance hangar for United at the airport unless the airline restored the “money-losing” flight. …

Tall and broad-shouldered, Mr. Samson, a former New Jersey attorney general, spoke on Thursday in a soft voice when the judge asked if he understood that he could spend up to two years in prison and that his license to practice law might be affected. He said he did.

Mr. Fishman also announced that Jamie Fox, a former executive of the Port Authority and former transportation commissioner in New Jersey appointed by Mr. Christie, had been charged with conspiring to commit bribery in connection with the flight. Mr. Fox, who was a lobbyist for United, advised Mr. Samson on how to pressure the airline to acquiesce to his demand, Mr. Fishman said.


This is horrible.

I even see an article by “NextCity.org” — It’s Time to Kill the Port Authority.”

The article seems more detailed, again noting that the overspending on rebuilding the World Trade Center is accompanied by ignoring actual transportation problems which the Authority was originally set up to handle.  However, I didn’t know who “NextCity: Inspiring Better Cities” is, and on finding out it’s based in Philadelphia (within commute distance) and talking about “Sustainable, equitable futures” (for cities), I feel obligated to mention who’s been funding it:

Originally named The Next American City, the organization began publishing a quarterly magazine in 2003. What started as a black-and-white printed publication staffed by volunteers ultimately grew into a popular and influential magazine that reached 1 million people over the course of its 31 issues. Today, Next City is a trusted voice on urban policy, reaching more than 2.5 million readers through its website and influencing conversations across the media landscape. If you are interested in inviting Next City to join your next event, please reach out through our Meet the Experts page.

Next City deeply appreciates its current funders: Ford FoundationThe Rockefeller FoundationSurdna FoundationThe Knight Foundation, and The John D. and Catherine T. MacArthur Foundation, as well as our many other generous donors across the country. Support Next City’s work by making a 100% tax-deductible donation today.

The Knight Foundation refers to the newspaper industry, and lists in which cities it has program directors on its About page also. They also reference (besides the 8 cities quoted) the 18 mid-sized ones, which includes Duluth, MN.


We invest in civic innovators who help cities attract and keep talented people, expand economic opportunity and create a culture of engagement. We believe that the design of places plays an outsize role in achieving these goals.

We work in 26 communities where brothers John S. and James L. Knight owned newspapers. Resident program directors oversee our grant-making in eight: Akron, Ohio; Charlotte, N.C.; Detroit; Macon, Ga.; Miami; Philadelphia; San Jose, Calif.; and St. Paul, Minn. We partner with community foundations in the remaining 18.

Our foundation has invested more than $841 million in community initiatives since its creation in 1950. We want our national network of learning to inspire the actions of residents in each of our communities and help us build a better democracy and a successful future.

Knight works in 18 small to mid-sized communities through the local community foundations in partnership with Program Director Lilly Weinberg. Learn more about this program. [para. out of order]…

Click that link to see yet more evidence of coordinated tax-exempt foundation funding — again working through as it says, tax-exempt community foundation endowments, some of which are more “transparent” than others, and focusing on sharing ideas, for “what works” to create, well, their collectivist visions:

The Knight Community Foundations Program serves to advance informed and engaged communities by working in transformational ways with community foundations and their leaders.

The nature of the relationship we have with our network of partners in each of our 26 Knight Communities is invaluable. To date we have committed to giving at least $140 million to community foundation endowments. The leadership behind these organizations is not only supported by our assets, but increasingly by our efforts to ease the flow of information between all of us so that we may learn and lead more effectively.


UNESCO DECLARES (“Name It/Claim It”)

Detroit as a CITY OF DESIGN

And, “whaddaya know…”  Here’s Knight Foundation, TODAY (8/25/2016 as I write)  blogging about Detroit as a UNESCO City of Design.  Notice how it’s the first American “City of Design” and that the phrase “accelerator” is used.  Meanwhile, Detroit recently made (in)famy for bankruptcy (so-called) some years back (to get to the website one is directed first through Knight Foundation’s Facebook on this topic):

Designing a better future: Detroit’s history as a center of design reinvigorates its renewal (by Amy Haimerl, 8/25/2016 post)

Recently named a City of Design by UNESCO, Detroit is the cradle of American design. And for Detroit’s leaders, design is about more than an aesthetic—it goes to the very heart of how the city works. …

This isn’t a backwater that we just decided to be a design capital,” said Olga Stella, executive director of the Detroit Creative Corridor Center (DC3), an accelerator and advocate for Detroit’s creative economy. “From the beginning, we’ve influenced the future choices of people around the world.”

And design is about to influence the future of Detroit.

Of course, it goes on and on.  Here’s that DC3 Accelerator — calling itself an “organization” — and describing who is involved, notice the sectors and funders, and that its statement of who it represents does NOT mention, first, citizens of USA/state of Michigan, residency area, Detroit:

The Detroit Creative Corridor Center (DC3) is metropolitan Detroit’s creative industries advocacy organization.  It provides the leadership, resources, exposure, data and analytics necessary to elevate the economic output and social impact of Detroit’s creative economy. Its vision is to grow creative sector jobs in the Detroit region and to establish Detroit as a recognized global center for design, creativity and innovation.

“Detroit Creative Corridor Center” is the other half of the above logo and what it stands for.

The Detroit Creative Corridor Center (DC3) is a joint initiative between Business Leaders for Michigan and the College for Creative Studies.  It receives funding from the U.S. Small Business Administration, the Michigan Economic Development Corporation, The Kresge Foundation, Surdna Foundation, New Economy Initiative for Southeast Michigan, the John S. and James L. Knight Foundation, fee-based consulting work and a variety of corporate partners.


That’s:  the state Economic Development Corp (public funds), the US Small Business Administration (Public funds), three listed foundations, and I DNK whether “New Economy Initiative for Southeast Michigan” is a program of a public or private source, but finding out shouldn’t be too hard.

Footnotes to the Process of Takeover of Valuables — How it seems to happen, and why up-front awareness of one’s surroundings and family financials. is SO important.

Again, in the USA we are being told it’s one big family (as well as through UNESCO, simultaneously and at points in conflict with it, it’s one big global family and a global citizenship we should pay our dues to and subscribe to) (as well as, I should mention, that the public has been told that “family courts” are a good thing — except where they’re “flawed” and need “fixing” or don’t provide for “Safe Kids” or help “Battered Mothers” and create an entire class of distressed, destroyed, and/or legitimately angry individuals, “Protective Parents”)

Families are points of connection, but at times they are truly over-rated.  And those who are in the business of breaking them up should NOT be granted the business of putting them back together again!

The same is true of cities, communities, or countries.




Link to cover page and CAFR for State of NJ, quotation from the plus part referencing the Port Authority of NY/NJ.  

In that post I’d been looking for the International Institute for Peace (or anything approaching a line-item entry relating to it at Rutgers, well after it’d been named a UNESCO Category 2 “Institute” in 2011)… Funny how when I keep looking for missing financial accountability, I continue to run into something named and claimed by UNESCO or under a UNESCO “Sustainable Development Goal” as they are now called (aiming for the year 2030)…

Essentially, I was looking then (and as to the Port Authority, I would also be looking) to identify under what FUND these belonged, and how they were classified.  The NJ CAFR (page 17, link right below next quote) defines their  basic use of the word FUND, which perhaps we ought to start talking in terms of also,. when referring to governmental activities and projects:

Fund Financial Statements

A fund is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equities or balances, and changes therein, which is segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. The State’s fund financial statements reflect financial reporting practices in accordance with this definition. The State’s funds, which exclude component units, are divided into three categories: governmental, proprietary, and fiduciary.



FULL CAFR: the 2015 New Jersey CAFR (full document) from STATE.NJ.TREASURY.US/omb/Publications

State of NJ CAFR for FYE June 30, 2015 (=%22fiscal year 2014) -- Title PageState of NJ CAFR for FYE June 30, 2015 (=fiscal year 2014) — Title Page

[First Paragraph of “Independent Auditor’s Report” within the CAFR pdf above lists the fund groupings and the term “aggregate remaining fund” comes up…”]

Report on the Financial Statements

“We have audited the accompanying financial state-ments of the governmental activities, the business- type activities, the aggregate discretely presented component units, each major fund, and the aggregate remaining fund information of the State of New Jersey, as of and for the year ended June 30, 2015, and the related notes to the financial statements, which collectively comprise the state’s basic financial statements as listed in the table of contents.

[From Page 2 of “Independent Auditor’s Report — just a few pages long — which precedes the financial statements, i.e., all those columns of numbers corresponding to labeled rows..]

Our responsibility is to express opinions on these financial statements based on our audit. We did not audit the financial statements of the pensions and other employee benefits trust funds and the Port Authority of New York and New Jersey**which represent 92 percent of the assets and 46 percent of the revenues (including additions to fiduciary net assets) of the aggregate remaining fund information, and 100 percent of the information disclosed in Note 2-F of the basic financial statements, respectively. …

The financial statements of the pensions and other employee benefits trust funds, and two discretely presented component units, the Higher Education Student Assistance Authority and the Casino Reinvestment Development Authority, were not audited in accordance with Government Auditing Standards …

In addition, we did not audit the financial statements of the discretely presented component units. Our opinion on the aggregate discretely presented component units is based solely upon audit reports prepared by other auditors and furnished to us. …

So (and by definition it should also be obvious) the Port Authority is NOT a “discretely presented component unit”) — so what is it considered, in terms of reporting its financials under the State of NJ,. then?  Why were its assets and revenues lumped together with “pensions and other employee benefits trust funds?”

Sure you have to dig some — here, what and where is the “Aggregate remaining fund information” and of course Note 2-F of the Basic Financial Statements — but at the end of the day, you at least are digging for official information published by either the State, or the entity which provided financial statements TO the State, regarding the Port Authority…. which information at least ought to rank in “do I want it?” priority equal to the “let me read more second-hand, summarized material in paid-for publications with opinions on how to solve problems involving this same Port Authority.”

And you CANNOT, legitimately, that is, disentangle the role of the Port Authority itself in the deaths of people in the World Trade Towers on September 11, 2011.  NIST report or no NIST report.

CAFRs follow certain formats, so finding information with help from the table of contents (and/or using the “search function” if it’s being viewed on-line or on a computer file) should start making more sense of the whole.  Every CAFR is supposed to have, early on, an “MDA” (Management Discussion and Analysis” which is a good place, as well as the transmittal letter, for identifying if the entity you’re interested in shows up — and what else is in there.

CAFR Table of Contents, Excerpts which summarize & explain the numbers.

Independent Auditor’s Report …………………………………….1

Management Discussion and Analysis …………………………7 [then, after the actual statements:]

Index to the Notes to the Financial Statements ……………52

Notes to the Financial Statements ……………………………..53

On page 16, I started looking for “Component Units” listing, and see that the Port Authority is NOT among the five “blended component units” but may be (it refers reader to which Notes list them) a separate “component unit” for which it says — contact that agency for their financial reports!

  • Component UnitsLegally separate operations and organizations for which the State has financial accountability are considered component units. Operating as business-type activities, financial statements of component units are presented discretely in either the major or non-major categories in both the Statement of Net Position and the Statement of Activities based upon the relative size of assets, liabilities, revenues, and expenses in relation to the total. The State’s component units for the period covered by the Comprehensive Annual Financial Report, consist of 11 senior public institutions of higher education as well as 21 authorities; of the latter 21, five (the Garden State Preservation Trust, the New Jersey Building Authority, the New Jersey Schools Development Authority, the New Jersey Transportation Trust Fund Authority, and the Tobacco Settlement Financing Corporation) are blended into governmental activities. A complete list of the State’s component units is shown in Note 1B – Summary of Significant Accounting Policies – Financial Reporting Entity and Note 19 – Component Units.** Audit reports of the individual component units can be obtained from their respective administrative offices or websites

**The “Index to Notes” on page 52 shows note 1B (obviously) is on p.53 and Note 19 on page 109.  The Port Authority is not Among them, but FYI, here’s a sampler of what might be found in any other state (go check their CAFRs to discover how many “authorities” are in place):


Casino Reinvestment Development Authority | Garden State Preservation Trust
Higher Education Student Assistance Authority | New Jersey Building Authority  | New Jersey Economic Development Authority | New Jersey Educational Facilities Authority | New Jersey Environmental Infrastructure Trust | New Jersey Health Care Facilities Financing Authority | New Jersey Housing and Mortgage Finance Agency | New Jersey Meadowlands Commission | New Jersey Redevelopment Authority |
New Jersey Schools Development Authority | New Jersey Sports and Exposition Authority | New Jersey Transit CorporationNew Jersey Transportation Trust Fund Authority | New Jersey Turnpike AuthorityNew Jersey Water Supply Authority |
South Jersey Port Corporation |South Jersey Transportation Authority
Tobacco Settlement Financing Corporation | University Hospital

 The Port Authority is actually listed under Note 2-F (as it says above), “page 63” which is “Joint Ventures.”  Note 2 is “Other Accounting Disclosures”

I reversed the color scheme to call attention to this situation:  “Pursuant to current financial reporting standards, the State does not record its equity in joint ventures.”  (It apparently HAS equity — but isn’t reporting how much).

The Port Authority of New York and New Jersey 4 World Trade Center
150 Greenwich Street, 23rd Floor
New York, NY 10007 www.panynj.gov

Joint ventures are independently constituted entities generally created by two or more governments for a specific purpose such as contracting and maintaining an interstate bridge. Pursuant to current financial reporting standards, the State does not record its equity in joint ventures. The only significant joint venture in which the State of New Jersey participates is the Port Authority of New York and New Jersey. Individually published financial statements may be obtained by writing the Port Authority of New York and New Jersey at the above mentioned address. Other joint ventures are immaterial.

The Port Authority is a municipal corporate instrumentality of the States of New York and New Jersey created by compact between the two states in 1921 with the consent of the Congress of the United States. It is authorized and directed to plan, develop, and operate terminals and other facilities of transportation and commerce, and to advance projects in the general fields of transportation, economic development, and world trade that contribute to promoting and protecting the commerce and economy of the Port District, defined in the compact, which comprises an area of about 1,500 square miles in both states, centering about New York Harbor.The Governor of each State appoints six of the twelve members of the governing Board of Commissioners, subject to confirmation by the respective State Senate. Each Governor has from time to time exercised the statutory power to veto the actions of the commissioners from their state.

The commissioners serve six-year overlapping terms as public officials without compensation. They establish Authority policy, appoint an Executive Director to implement it, and also appoint a General Counsel to act as legal advisor to the Board and to the Executive Director. The Authority undertakes only those projects authorized by the two states.

The compact envisions the Port Authority as being financially self-sustaining and, as such, it must obtain the funds necessary for the construction or acquisition of facilities upon the basis of its own credit, its reserve funds, and its future revenues. The Authority has neither the power to pledge the credit of either state or any municipality nor to levy taxes or assessments.

Consolidated financial statements for the Port Authority (including the Passenger Facility Charges Program) for the fiscal year ended December 31, 2014 disclosed the following (expressed in millions):

Back in 1921, Congresses of two different states:  New York, and New Jersey, basically gave 12 commissioners control over the entire Port District area, through appointed Executive Directors, and this “Port Authority”(see yellow highlighting, above), wasauthorized and directed to plan, develop, and operate terminals and other facilities of transportation and commerce. (Link again to full CAFR so you can read page 64, the financials page — showing $41B assets, and $23.9B Consolidated (including special project) Bonds and other obligations(debt), and overall, total $26B Liabilities, leaving a net positive assets of $14B as of YE December 31, 2014.

  • Only one of the two executive directors was killed on 9/11/2001…


DC3 | “Business Leaders for Michigan” | College for Creative Studies — and | “Shinola/Detroit” (a Texas entity with Swiss advisors and Italian hi-tech machinery, plus international sales)

The street address for DC3 at the footer matches “ShinolaDetroit” which produces Watches, Bicycles and Leather (including leather straps for the watches), Journals, Pet Goods (and some other items) in revamped space inside that College for Creative Studies, and in a warehouse next to it.  My lookup at “Store Locator” shows 998 locations, starting with in London and Paris.


A Swiss-based, family-owned firm Ronda, Ltd. trains the watchmakers, the leather is worked on Italian-designed machines, but I guess this is all still bringing back manufacturing to Detroit, with help from hungry creative arts students, no doubt.  “Our Story — Why Open a Watch Factory in Detroit?”  (See also “FAQs” and “Are products made in America?”)

We transformed 30,000 square feet of raw space into a state-of-the-art watch factory inside the College for Creative Studies within the historic Argonaut building. Our production combines meticulous hand-assembly with the most advanced technology available to ensure our watches are both beautiful and built to last.

View this short film for a look at our watch assembly process. Our watch teams underwent extensive training through Ronda AG, our Swiss partner.

The 12,000-square-foot Shinola Leather Factory produces small leather goods and over 50 percent of our watch straps, using traditional labor-intensive methods as well as modern hi-tech custom-made Italian machinery. Like all of our leather goods, these products are made from leather tanned in some of America’s oldest and finest tanneries.

Located next door to the Shinola Leather Factory is our Leather Studio where our bags and small leather goods are crafted from sketch to sample by our designers. In the future these designs will be built in Detroit, but in order to meet current demand for our leather goods, we’ve partnered with a hand-selected group of American manufacturers across the country to achieve our full production at scale.

LARA (Licensing and Regulatory Authority) for Michigan Business Search page shows Five”Shinola” LLCs and the assumed name is owned by someone in Texas, with first application in October, 2011.  Shinola/Detroit LLC was asked for around the same time, Shinola Leather Co., LLC in 2013, Shinola Shoe Care, LLC, formed in 2/2012 and dissolved by 2/10/2012 (indicates deliberately, may not be related), Shinola Hospitality, LLC, only formed 8/2015, and plain old “Shinola, LLC” (actually in Detroit for a registered agent address) formed in 2005 but “not in good standing” since 2008.  The registered agent is “Corporation Service Company.”  If readers can view the images (I can’t currently), this may provide Texas owner’s name.

Entity Name ID Number Type
SHINOLA D9158V Assumed Name 
SHINOLA HOSPITALITY, LLC E6668U Limited Liability Company 
SHINOLA LEATHER CO., LLC D93383 Limited Liability Company 
SHINOLA SHOE CARE, LLC D7180T Limited Liability Company 
SHINOLA, LLC B2748V Limited Liability Company 
SHINOLA/DETROIT, LLC D9158V Limited Liability Company 


Total Records: 6
Search results will contain corporations which were active in 1978 or filed after 1/1/1979;
limited partnerships transferred to this agency from the county clerks on 1/1/1983 and limited partnerships filed with this office after 1/1/1983; limited liability companies filed with this office after 6/1/1993; railroad records transferred to this agency on 1/14/1994; name reservations and name registrations. 

Searched for: SHINOLA
ID Num: D9158V 
Type: Foreign Limited Liability Company
Registered Office Address: 30600 TELEGRAPH ROAD STE 2345    BINGHAM FARMS   MI  48025
Mailing/Office Address:           
Formation/Qualification Date:10-18-2011
Jurisdiction of Origin:TEXAS
Managed by:

Status: ACTIVE    Date: Present   

“Business Leaders for Michigan” sounds like a nonprofit. In fact, and since 1970, it appears to be two nonprofits (one is labeled “Foundation”) and the assumed name:

Entity Name ID Number Type
Total Records: 5

Here’s the “Detail” page for one of the two rows above labeled “Corporation.”  Some may be able to “View Images” by clicking on the camera icon — currently I can’t (I used to be able to, a “plug-in ” on my device seems to be missing).

ID Num: 742018  
Type of Entity: Domestic Nonprofit Corporation 
Resident Agent: SABRINA KEELEY
Registered Office Address: 600 RENAISSANCE CTR, STE. 1760  DETROIT   MI  482431801 
Mailing Address:   MI  
Formed Under Act Number(s): 327-1931          
Incorporation/Qualification Date: 11-27-1970
Jurisdiction of Origin: MICHIGAN
Number of Shares: 0
Year of Most Recent Annual Report: 15
Year of Most Recent Annual Report With Officers & Directors: 09
Status: ACTIVE   Date: Present

Both Organizations are Related and on Schedule “R” there is also a “Disregarded” entity, “Renaissance Venture Capital Fund” at the same address.    In addition, on Schedule R are two more “Political Action Funds,” EIN#s 27-3999152 and 27-3999229.

The board leadership is overwhelmingly male (out of 85 participants) and for both organizations, the contributions are primarily “Membership dues” (Part VIII Line 1).  The 990O below is a 501©4, and is holding about $1M in public traded securities. The “Foundation” (Form 990 filer) below shows the “DC Corridor project” in its fine-print, jammed-together description of what it does.  It claims “0” employees but does show under $100K of salaries.

I recognize several famous names on the “Business Leaders” Page (DeVos, Ford, Jr., Van Andel, John C. Kennedy), but people who live closer to Michigan may recognize more.  In fact, their Schedule O” supplementing an answer to Part VI of the 990 reads:


Search Again

Business Leaders for Michigan MI 2014 990O 36 $3,235,849.00 38-1941576
Business Leaders for Michigan MI 2013 990O 36 $3,123,259.00 38-1941576
Business Leaders for Michigan MI 2012 990O 37 $3,029,710.00 38-1941576
Business Leaders for Michigan Foundation MI 2014 990 44 $1,382,783.00 23-7101167
Business Leaders for Michigan Foundation MI 2013 990 40 $1,250,501.00 23-7101167
Business Leaders for Michigan Foundation MI 2012 990 39 $1,391,191.00 23-7101167

Both labeled (Header Info) ℅ SABRINA KEELEY


Program service accomplishments for the Foundation, Year “2012” (bottom row in the above table) show that (1) they don’t feel much obligation to do more than  copy some boilerplate text (year after year) into this part of the IRS Form, and (2) involvement with what sounds like a State plan of some sort and (3) where their heads are at, in general (“we’re too busy and too important to finish filling out this form.  Go visit our website…”):

(Code ) (Expenses $ 1,974,120 including grants of $ ) (Revenue $ 30,319


Year “2012” for the Form 990O (the 501©4) shows contributions were $3.365M of “Membership Dues” and minimal grants by comparison.  It only showed TWO officers — Douglas Rothwell (that year paid $595K + benefits; to years later it’d be up to $669K) and Sabrina Keeley, “COO/Treasurer” $230K.   Two Part VIIA people who you’d think should be checked as “officers” (labeled “Vice President”) were also listed as Key Employee (one) and “Highest paid employee” (the other, both under $200K).  In addition Douglas Rothwell each year gets a membership to the Detroit Athletic Club for Networking purposes.

Several pages of the many officers working “1.0” hours/week for nothing are listed, I noticed none of those pages shows an identifying year, this organization’s name, or IRS Form #.

I was surprised to see that $1.45M of grants were given out by The Form 990O filer (not the foundation).  I looked for the Schedule I to see who were the lucky recipients… It shows the grant was “noncash” in the form of “debt forgiveness” to their related foundation — with similar if not identical board members, and out of the same suite number.  “Go figure.”

The Schedule R, Part I Disregarded Entity (at same street address) in 2o12 showing revenue of $679K is:


DETROIT, MI 482431801 (EIN#) 38-1941576

Schedule L (Form 990O) “transactions with interested persons” lists in more than one year, $60,000 as “APPARATUS SOLUTIONS INC” owned by a former officer, Paul Trulik for management services.

Looking up the CCS Form 990s,. and seeing the other organizations that the control, relating to the redevelopment of the “Argonaut Building” (apparently at the DC3 address also downtown), and looking at their: independent contractors, Schedules R (related corporations), and Balance Sheet, this is starting to make more sense, although it’s a little complicated to explain without putting up several images:

Search Again

College for Creative Studies MI 2014 990 53 $208,226,949.00 38-1550064
College for Creative Studies MI 2013 990 56 $202,090,200.00 38-1550064
College for Creative Studies MI 2012 990 48 $200,589,633.00 38-1550064


One Response

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  1. daveyone1

    September 6, 2016 at 6:37 am

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